Surrey CC-owned LATCo, providing fire contingency and resilience services, and fire safety training and consultancy

New business venture aimed at acquiring and investing in SMEs in the hard FM/Compliance/M&E sectors.

Multi-channel marketing and communications consultancy, providing expertise from digital communications and marketing strategies through to reputation management, media relations and customer journeys.

Provider of interim management services, specialising in strategic review, business turnaround, acquisition integration, business transformation and organisational development, in both private and public sectors. Advisory, consultancy and mentoring services provider for SMEs, including strategy, growth, and market diversification. Advice to Local Authorities on commercialising and trading of services

Created and established Local Authority Trading Company, delivering repairs and maintenance services to social housing and corporate buildings, and soft FM services to public and private sector organisations. Transferred 1000 people from the public sector. Delivered major turnaround and transformation programme to allow company to operate as separate commercial entity, with new systems, processes, governance and culture. Increased turnover to £38M and profits to over £5M in 2019/20. Completed major acquisition of business and technical park in early 2019.

Organisation: Ten South London local authorities working in partnership, hosted by LB of CroydonProject: To develop a sub-regional joint approach and system for the commissioning of school places for children and young people with SEND, and residential care and foster placements for Looked After ChildrenAchievement: Expanded partnership to include all authorities in South London. Established new programme governance and introduced rigorous programme delivery methodology

Organisation: Welfare to Work - rehabilitation services provider (£120M turnover, 2800 employees) Project: To build a business development capability and enhanced sales pipeline to meet growth targets Achievement: Built a brand new sales capability, rebuilt stakeholder relationships, established third sector partnerships, developed a new organisational structure, processes, and improved the bid pipeline by 100%

Organisation: Facilities Management - regulated test / inspection & M&E services (£40M turnover 600 employees) Project: Weak trading necessitated a commercial turnaround and transformation Achievement: Achieved organic sales growth of 20% in first nine months, including introduction of new service lines. Restructured the organisation away from service silos, appointed new management team, developed new business processes, introduced staff development and performance management and culture change programme

Organisation: Care and Justice Division - servicing local & central government (£400M turnover, 5,000 employees)Project: To develop a new business strategy for G4S public service delivery in the Care and Justice sectors and create a market entry strategy for the Government anti-fraud, debt and error outsourcing sectorAchievement: Delivered a business strategy within three months. Developed a new market proposition for £1Bn outsourcing of HM Courts Service for Ministry of Justice, including new delivery partnerships and supply chain

Organisation: Compliance division of Connaught plc - national field service-based organisation, delivering health and safety-related test and inspection and compliance services (£100M turnover, 2000 employees) Project: To secure the divisional business for disposal following the collapse of parent Connaught plc Achievement: Prepared business plan to prove the future viability of the business units, completed a rebranding and due diligence to secure trade sales of five business units to Centrica and Rentokil Initial

Organisation: Hard FM division of Connaught plc, providing testing and inspection services to the public construction, retail, and food sectors (£15M turnover, 350 employees) Project: Trading losses necessitated a commercial turnaroundAchievement: Within three months, completed a major business restructuring, reducing overhead costs by £1.5M and arresting losses and returning the business to profitability and positive cash flow

Organisation: Offender management/criminal justice business, delivering Government contracts for prisoner escorting and police custody services, and PFI total FM contracts in the police sector (£110M t/o, 3000 employees)Project: Stagnant trading required growth in both revenue and profits and improvement in service qualityAchievement: Increased profitability by 20% in first year. Delivered a major transformation programme to initiate growth, open new market segments, build new business processes, and a major people engagement programme

Corporate strategy and public affairs lead. Specialised in analysing and shaping public sector policy through developing and expanding links with Ministers and senior Government officials. Also Chairman of EduAction (Waltham Forest) Ltd, and Trustee at Unity City Academy.► Developed and introduced new Amey corporate strategy, including long-term investment and diversification plans, building particularly on existing PFI and PPP skills► Developed public affairs and communications programme to secure market and political intelligence and provide early engagement on new business opportunities

Full P&L, operational and business development control of £50M pa turnover, 1000 people public sector BPO business. Also ran Amey’s management consultancy/transformation/IT implementation business. ► Created new organisation, bringing disparate business units into coherent management structure and reduced overhead cost by over 75%► Returned two loss-making major contracts to profitability within 12 months► Turned Waltham Forest from failing LEA to successful company, and improved overall Borough GCSE pass rates by over 20%, to above national average

Led Amey’s BPO outsourcing business in the Local Authority market, following a major company restructure into a full matrix organisation, reporting directly to the plc Board. ► Secured PB status for the £375M Redcar and Cleveland BPO Strategic Partnership ► Managed client relationships, particularly during Amey’s financial collapse and subsequent acquisition by Ferrovial ► Member of the Government’s Local Authority Strategic Partnering Taskforce

Created new business unit for outsourced BPO services in Local Government and Education sectors. Full P&L, operational, and business development responsibility.► Increased annual turnover in the business unit from zero to £25M within 12 months► Won major transformational outsourcing opportunities, including £190M West Berkshire Council Strategic Partnership and £300M Waltham Forest LEA PPP ► Transferred over 1000 people from public sector under TUPE

Account development for BPO strategic partnership with Norfolk County Council covering finance & accounting and technology services. Increased contract scope by 10%, and secured new contracts with Norfolk Police

Civil Servant - working with Ministers and across Whitehall on the development of UK and International defence and foreign policy. Responsible for strategic reviews, strategic relationships, budget management and transformational programme: Strategy development:­ Development of UK Government’s international policy and strategic defence relationships with countries in the Middle East, Latin America, and the Caribbean. Formulation of the UK input to NATO’s force planning process Partnership development and relationship management:­ Managed cross- Whitehall relationships with FCO and Treasury, with the US State Department and the Pentagon, and with NATO allies and organisationsOrganisational and commercial transformation:­ Created new service delivery and organisational structures for defence research and science as part of MOD’s Departmental transformational change programme, delivering annual savings of £110M Crisis management:­ Advised the Prime Minister and Defence and Foreign Secretaries on the conduct of the 1991 Gulf War. ­ Managed the Defence Crisis Management Organisation and the public and parliamentary handling issues